At ArcelorMittal, low levels of English presented a development barrier for individuals and the business, with opportunities lost through a lack of collaboration, poor knowledge transfer, and low levels of global talent in leadership roles.
A critical need for language and intercultural communication training was identified by a senior executive at a gathering of the top 300 leaders, where communication was made possible only with interpreters – a real barrier to business success. The organization wanted a global learning initiative that was designed to agreed business outcomes, easily measurable, and understood by a global audience.
In a bid to drive inclusiveness and wider business success, the company was also keen to embed language training opportunities at a local unit level. This would give many employees the chance to learn a language and positively influence decision-making at a regional level.
In this case study, we explore how English proficiency has led to measurable competency improvements and better productivity at ArcelorMittal.